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Discussion Question: Kareco, Inc. is a mediumsized medical equipment company with about 1,000 employees distributed between sales, marketing,...

Remember Kareco, the medical equipment development and supply company? They made you an offer you could not refuse. You have been hired as the VP of Training and Development, reporting directly to the CEO. Today the CEO asked you to put together what she called “a quick email to bring everyone in the company up to speed on the new inventory system.”


Attached you will find the first discussion that will help give insight for the question below. The textbook we are using is Effective Training Systems, Strategies, and practices Fourth Edition by P. Nick Blanchard and James W. Thacker. The discussion is based on Chapter 3 Learning, Motivation, and Performance.

Discussion Question:

Remember Kareco, the medical equipment development and supply company? They made you an offer you could not refuse. You have been hired as the VP of Training and Development, reporting directly to the CEO. Today the CEO asked you to put together what she called “a quick email to bring everyone in the company up to speed on the new inventory system.”

Based on what you know about training, how would you respond to the CEO? Be sure to reference any issues related to learning, motivation, and instruction in your response.

Thank you!!!

Discussion Question: Kareco, Inc. is a medium-sized medical equipment company with about 1,000 employees distributed  between sales, marketing, customer service, operations, product development, and administrative support  (e.g., HR, accounting, etc.). Most of their training and development needs have been provided by 3 rd  party  contractors in the past. Now, the CEO has come to you for advice about how to bring training back into  the organization. Primarily, she is concerned about structure: should training & development functions be  centralized (to HR or to a training team) or decentralized (to management and other department leaders)? What do you suggest? Take a position, being sure to explain your reasoning and any additional  assumptions you must make about the characteristics of Kareco. Respond to at least two of your classmates' posts by 11:59 PM EST/EDT Sunday. Specifically: Where do your ideas and your peers’ ideas contrast? Why?  What points did your peers make that might convince you that their suggested structure would be  more effective?  What did your peers neglect to mention that would add to their discussion?  Discussion Answer: Training provides employees with the knowledge and skills to perform more effectively (Blanchard & Thacker, 2010, p. 4). Training process refers to the development of the technical skills, knowledge, and attitude among the employees, it helps in developing an employee to adapt to the changing technology. Training helps the employee to better understand what is actually required from them, rather than just giving employees lectures. Training helps in imparting technical skills to the employees, which are generally related to the particular work which is assigned to them. Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals (Wick, Pollock & Jefferson, 2010). It also leads to improved profitability and more positive attitudes towards profit orientation (Wick, Pollock & Jefferson, 2010). Training can help an organization to train the employees to the latest and fast changing technology, so that the cost is minimized and the productivity is increased. A training program that is centralized should be used, in order to reduce the conflicts and resistance and reduce costs for the organization. A human resources department will be in a better position to impart training as they are well equipped by the skills and performance. A trainer can teach and develop the motivation among the employees to learn and perform better than their rivals, thus gaining a competitive advantage and thus help in the achievement of the business goals. Centralized training is the best choice for any organization. I once worked as a regional trainer for a wireless communication company under the human resource (HR) umbrella. Our training program was designed to put each employee through four weeks of training. It was a structured training program that was created when departmental managers failed to create a training program that would introduce the employee to the organization’s culture while enhancing their skills and reducing the turnover rate among the customer service call center employees. What made this program successful was it was facilitated by the HR team which fostered good
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communications to managers and employees alike. New employees could only start once a month which allowed for lower costs. Training included a week of orientation which covered the company culture and followed by three weeks of training for their position. Performance evaluations were made every three months for the first year of employment to ensure success of the training. Having a centralized training department would ensure the latest and best technology is utilized to facilitate a training class. A good point made by another student and which I have also observed as a former trainer is that when training is left to department managers they might not necessary have the skills to design, develop, and facilitate a training class. If training were added to their already chaotic managerial responsibilities it might be put to the back burner and could potentially affect the new employee’s experience and skill set. The manager could also skip the training session all together and place the new employee with another veteran employee. Though the veteran employee would be very knowledgeable they might not have the skills to facilitate their knowledge and experience to another employee. Having training centralized and lead by HR can provide a major benefit to the organization as they would know the strategic goals and objectives of the organization and how to utilize their human resources to achieve it. References Blanchard, P. N., & Thacker, J. W. (2010). Effective Training: Systems, Strategies, and Practices (4th ed.). Upper Saddle River: Pearson Education, Inc. Wick, C. W., Pollock, R. V. H., & Jefferson, A. (2010). The six disciplines of breakthrough learning: How to turn training and development into business results. San Francisco, CA: John Wiley & Sons, Inc.
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